2. Make the workplace a more motivating environment- A fun place to work Philip Berry Vice President & Corporate Officer Colgate Palmolive

3. Is work supposed to be fun??? THE CRITICAL QUESTION IS THIS:

4. We spend 8-12 hours a day at work…..that’s equivalent to 1/3 -1/2 of our lives!

5. So if we are not having fun, we should at least make it worthwhile!!

6. From whence comes Fun? It comes from: Being satisfied Getting our needs met Doing something that turns pain to joy Ease of accomplishing a difficult task An experience that fulfills the senses Enjoying the moment Divine moments of sheer exhilaration!

7. We like to repeat things that are fun!

8. Fun is a fundamentally motivating phenomena!

9. Maslow’s hierarchy of needs states Self actualization achievement Belonging Hygiene Factors: Safety/security

10. David McClelland: Our behavior is shaped by the need for: Achievement Affiliation Power

11. No matter which theory you embrace… We want people to be motivated to repeat behavior which fulfills and exceeds organizational goals They will do this if they are also meeting their needs in return!

13. Operations In Over 80 Countries

14. PRODUCTS SOLD IN 223 COUNTRIES

15. GLOBAL SALES 24% North America 76% Non-North America

21. Global External Challenges Shortage of skilled talent because of competition for resources

22. Global External Challenges Best talent is harder to find and challenging to keep

23. Global External Challenges Every region of the world has its own unique diversity challenges

24. Global External Challenges Younger talent has higher expectations of what the work place should offer

25. Most Critical Diversity Challenges are handling issues of: Men and women in the workplace Different generations in the workplace

26. Need to incorporate understanding of differences in outlook, values and work style!

27. Global Values Caring Global Teamwork Continuous Improvement

28. Need More than Values Need a Process and Conceptual Framework

29. Challenging Assignments Coaching and Feedback Reward/ Pay Global Human Capital Development RecognitionRecognition Retention Continuous Continuous Learning Leadership Development

30. 6 Keys to Success Make Leadership Development a Priority Make Leadership Development a Priority Give them Challenging Assignments Give them Challenging Assignments Institute Coaching and Feedback Institute Coaching and Feedback Give them Continuous Learning Give them Continuous Learning Develop Retention Strategies Develop Retention Strategies Recognize Contributions Recognize Contributions

31. Keys to Success: Make Leadership Development a Priority Make Leadership Development a Priority

32. Top Priority Develop and Retain Next 2-3 Generations of Colgate Leaders

33. Identify Leaders Early in Career “if you want 1 year of prosperity, grow grain; if you want 10 years of prosperity grow trees; and if you want 100 years of prosperity…grow people!” Chinese proverb.

34. Strategy to Select Leaders Leadership Competencies Leadership Competencies Technical Competencies Technical Competencies

35. Strategy to Select Leaders Career Tracks & Progressive Assignment Career Tracks & Progressive Assignment

36. Strategy to Select Leaders MOVE PEOPLE GLOBALLY, NOT JUST BACK TO U.S. MOVE PEOPLE GLOBALLY, NOT JUST BACK TO U.S. GLOBAL CAREER IS THE PREFERRED PATH TO THE TOP GLOBAL CAREER IS THE PREFERRED PATH TO THE TOP

37. How We Identify Leaders The Global Succession Planning process occurs at all levels.. rolled up from the bottom and calibrated at the top

38. Personal Information Strengths and Development Needs Work History and Education Next Two Moves Performance Ratings Managing With Respect Development Actions Potential Successors

39. Keys to Success: Give them Challenging Assignments Give them Challenging Assignments

40. Assigning Challenging Work Promote best talent early and often Promote best talent early and often Plan next two assignments within five years Plan next two assignments within five years Give a sequence of stretch assignments to promote growth Give a sequence of stretch assignments to promote growth

41. Select jobs to balance development Select jobs to balance development HaveNeed High-Growth MarketDeveloped Market Small SubsidiaryMedium/Large Sub Field ExperienceGlobal Select jobs to balance development Select jobs to balance development HaveNeed High-Growth MarketDeveloped Market Small SubsidiaryMedium/Large Sub Field ExperienceGlobal Assigning Challenging Work

42. Visibility Plans for Best Talent Exposure trips with Senior Managers Exposure trips with Senior Managers Present at Budget Reviews, Senior Staff meetings, etc. Present at Budget Reviews, Senior Staff meetings, etc. High-impact projects/taskforces High-impact projects/taskforces Short-term Broadening Assignments Short-term Broadening Assignments Consistent feedback Consistent feedback

43. Keys to Success: Give them Coaching & Feedback

44. Providing Constructive Feedback Annual Performance Review Annual Performance Review Individual Development Plans (IDP) Individual Development Plans (IDP) 360º Feedback 360º Feedback External Executive Coaching-Global Network External Executive Coaching-Global Network Mentor /Buddy System Mentor /Buddy System

45. Keys to Success: Give them Continuous Learning Give them Continuous Learning

46. Continuous Learning Global Curriculum Geared To Increasing Leadership Competencies & Technical Competencies Global Curriculum Geared To Increasing Leadership Competencies & Technical Competencies

47. Global Leadership Competencies Self- Awareness/Personal impact Relationship Building Team Building Inclusive Leadership Managing People Communication- written/oral Influence/Negotiation Innovation Strategy/Vision Business/Global Perspective Consumer/Customer Focused Planning/Priority Setting Results Oriented Analytical/Decision Making Managing Ambiguity

48. Required & mandatory, not discretionary Required for advancement Evaluated in performance assessment Rewarded when practiced

49. Keys to Success: Develop Retention Strategies Develop Retention Strategies

50. RETENTION PROGRAMS

51. Base pay at 75th percentile of the market Use of Stock Options and Restricted Shares based on performance Reasonable Perquisites Fit your compensation to the local market Classic Retention Tools

52. Its not all about money!

53. War on talent study states that the supervisory relationship is the most critical element in retaining people!!!

54. Keys to Success: Recognize Contributions Recognize Contributions

55. Recognize Contributions Numerous ways to recognize positive behavior but consider the local cultural elements Numerous ways to recognize positive behavior but consider the local cultural elements From individual momentos to team based rewards, The key is to reinforce the behavior you desire to be repeated! From individual momentos to team based rewards, The key is to reinforce the behavior you desire to be repeated! Just say “ Thank You” Just say “ Thank You”

56. If you do these things will your work place be a more motivating workplace,…a more fun place to work???